ManagementCulture and PerformanceWrite a 3+ page, double-spaced, paperexploring how an organization’s culture affects performance. Discuss individualism vs. collectivism, power distance, uncertainty

******** *********** and ********************** ***************** **** ************************************ ******* affects the **************** *** ****** **** *** ** **************** culture ******* *** performance ** ** ******** ** ******* ** * ***** ********** ************ ****** a controlled milieu **** ****** ***** ** ****** * *********** culture where ** ******** **** ***** ** ********* *** ability ** ******** ****** relationships with ******** ******* **** motivates *** ******** ** achieve his ***** A strong ********* ******* ***** *** ********* to think ** **** ********* *** **** a ******* ******* ***** ***** builds * ****** **** having less ******** and focusing more ** task ********** **** ********** *** **** ************ ** **** culture ** ******** clearly ***** *** to ****** *** work and what **** ** *********** ** expected from *** *** *** *** **** is going to ****** *** ** * ******* ** operated under different ***** ** ******** **** it *** ***** *** ********* among *** ********* groups of ******** *** hence ******** **** to ****** their *** ******** ** ***** own ************* ** ************* on performanceIn ************* culture *** ********** has *** ***** ** *** on *** *** ******** *** ***** is ******** to ******** *** ***** uniqueness self-determination *** *********** *** ****** ** **** kind of ******* *** *********** ******* ** *** goals *** ** *** ********** his ****** *** *** ********** *** employee works independently and ********** more ** ***** own success and achievements *** ****** **** to ** ** * ****** *** ************** ** ************ ** *********** In collectivist culture *** *********** ******* ** *** * group ***** together ********* ** their bonding ***** ******* *** ******* ethical ****** working in one ************** culture **** *** ********** **** have ** **** ** his ****** *** ***** *** the ******** ******* * **** team ****** and working ************ **** ******* the *********** ** the companyPower ************* distance ********** the ********** practices ********* ** *** ************ *** ************ ********** ** **** ** the ******* *** their ******** ** *** organization the ***** ** *********** unequally ** ** ****** an ************ ******** ** ******* and less powerful ******* *** *** ********* ***** ******** *** ** ******* ** *** ***** *** ***** ******** *** high ***** ******** In *** ***** distance *** opportunity ** *********** ** ****** ***** ******** a ******** ******** ***** the ********* In **** ***** distance *** employees *** **** **** ** ** ** ***** authorities ******* *** *********************** *** risk avoidance ************ any organization there **** * fear ** ******* risks **** *** *********** *** *** two ***** of * **** coin ***** ************* *** ****** ** *** ** high *** first ***** to manage **** is to ******** ** *** **** ***** ***** ******* **** are causing ** ****** *** ************* of such ****** ** **** *** **** thing to ** ** ** ****** it *** **** **** ** ** ******** **** *** feel stressed and **** minimal ****** when he ***** **** *** ****** *** ************** ** **** of *** ****** ** *********** avoidance ** **** *************** ** *** ** ***************** ** ********* ********************** *********** culture ** * ********** ** *************** materialism ************* *** acquisition ** ******** ******** *********** ****** ** organization **** **** ***** often ********** towards * ******** *** ** ***** ******** ***** *********** and ******* *** they always ****** ****** who ***** ***** *** **** reputation **** can ****** *** **************** *********** On the ***** hand ********* orientation ******** ** a ********** ** *********** **** of ********* with ***** ****** ****** the ************ They emphasize more on ************* *** **** being ** ****** **** ***** more ** human *********** and caring *** ********** *** **** rather **** *********** ** ****** from ************ ** ************ ** in **** ******* ****** can ***** *** in achievement *********** ******* **** *** not ************* ** ***** ***** **** suggests ******* ** some ******* people *** ***** high ** *********** *********** because **** *** **** ************* and ****** *** example – *** ** *** Japan *** *********** ******** *** *** Netherlands Sweden and ******* *** ********* orientedConclusionAll these ******* ********* ***** have a ***** ****** ** *********** ********** **** ***** a ******* **** in defining *** organizational ******* ********* **** *** ************ ***** and **** ********* organization cultures *** *********** *** ********* ***** *** organization ******** **** their *** merits *** de-merits ** is **** ** ***** ***** *** ** the ****** *** *** ***** *** ** *** ***** as ** covers all ****** ****** *** ***** with their own geographical mind *** ************ and ************ ************* ******* is * ****** practice ***** ********** ** *** **** **** in *** ****** in ***** ** ** ********** ** *** ****** *** *** the people To summarize ********* ************ ******** do ******* performances *** ** ** **** the **** *** ** *** going ***** different *********** comes **** different environment ******* background ***** *** ** work ***** **** ******************** J (nd) ************** Culture & ******** *********** Retrieved ***** *************************************************************************************** (2012) ******** Differences * ************* ****** Collectivism ********* ***** ********************************************************************************************************************* ****** The ****** ****** ********* ************** vs ************ Power Distance ************ ********* Retrieved ***** ******************************************************************************************* * (2013) *********** *** Risk *********** What ** Do About ***** Swans? ********* ***** ********************************************************************************************************************

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